VPs/Managers always 'busy' when it comes to hard problems

Based on the most helpful WSO content, this archetype of a VP in IBD absolutely exists and is a common frustration. VPs are often described as being in a tough middle ground—no longer junior bankers but not fully senior either. They are expected to "quarterback" the team, but in reality, some VPs delegate heavily and avoid stepping in when things get tough.

This behavior can stem from several factors: 1. Overwhelming Responsibilities: VPs are juggling multiple roles—mentoring juniors, managing processes, originating deals, and building client relationships. Some may prioritize tasks that directly impact their performance metrics, leaving less time to support juniors. 2. Avoidance of Accountability: Certain VPs may avoid challenging leadership or stepping into complex problems because they fear the repercussions of pushing back or making mistakes. 3. Skill Gaps: Not all VPs are equally skilled at problem-solving or managing expectations with senior leadership, which can lead to them deflecting responsibility.

However, there are also VPs who excel at managing expectations, structuring outputs, and genuinely problem-solving. These individuals are often the ones who build stronger teams and gain respect from both juniors and seniors. If you're dealing with the "busy" archetype, it might help to: - Proactively structure your approach and present solutions rather than just problems. - Seek out other mid-levels or mentors who are more supportive. - Document and escalate issues tactfully if the lack of guidance becomes a recurring problem.

Remember, navigating these dynamics is part of the learning curve in IBD.

Sources: New VP struggles - asking seasoned VPs for help, Metaperception in Investment Banking, What's Your Five Year (IBD) Plan? A VP Reflects and Looks Forward., Associate Archetypes, What's Your Five Year (IBD) Plan? A VP Reflects and Looks Forward.